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Factors affecting strategic plan implementation using interpretive structural modeling (ISM).
International Journal of Health Care Quality Assurance, 2018Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives.
M. Bahadori +5 more
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Planning strategically and strategic planning
The Bottom Line, 2008PurposeThis paper argues that, while one needs to logically decide on an organization's strategy, it does not need to be a product of a lengthy strategic planning process.Design/methodology/approachThe paper discusses and gives examples to illustrate why an institution does not need to go through an intricate strategic planning process.FindingsA ...
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Strategic planning in radiology
Journal of the American College of Radiology, 2005As radiology continues to evolve and grow, radiologists must be concerned with preparing radiology for the future. Decisions in capital investments, mergers, outpatient diagnostic clinics, and payment and liability issues will require practicing radiologists to develop and follow up managerial, interpersonal, and learning skills that were not as ...
Ileana E, Gill +4 more
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American Journal of Health-System Pharmacy, 2007
Strategic planning with input from staff is an important process to assess the environment and plan for the future. Unfortunately, the ability to give all staff members the opportunity to participate in a strategic planning retreat is impossible in an environment where services are provided on ...
Margaret M, Chrymko, Janet, Honard
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Strategic planning with input from staff is an important process to assess the environment and plan for the future. Unfortunately, the ability to give all staff members the opportunity to participate in a strategic planning retreat is impossible in an environment where services are provided on ...
Margaret M, Chrymko, Janet, Honard
openaire +2 more sources
Strategic Thinking or Strategic Planning?
Long Range Planning, 1998Abstract There is no agreement in the literature on what strategic thinking is, what strategic planning is, or on the nature of their interrelationship. This paper disentangles the relationship between the terms strategic thinking and strategic planning as found in the literature, identifying four main varieties of this relationship; clarifies the ...
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Strategic Planning for Distribution
Long Range Planning, 1971During the past few decades there has been increased interest in the concept of planning by all segments of the corporate enterprise. The concept of long-range planning has been formally recognized as an important function by many business and government organizations through the creation of long-range planning staffs or departments.
Bernard J. La Londe, Robert Headen
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Strategic Planning: OR to the Rescue
OR Insight, 2008A common application of linear programming is assisting with strategic planning decisions. In this paper we describe a linear programming model that was used by a large US corporation to assist with decisions concerning one of its major product lines.
Francis J. Vasko, Kenneth L. Stott Jr.
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Strategic Planning for Neuroradiologists
Neuroimaging Clinics of North America, 2012Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future.
Jonathan W, Berlin, Frank J, Lexa
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Frontiers of Health Services Management, 2006
THE VALUE OF STRATEGIC PLANNING is derived from its ability to bring an organization's leaders and stakeholders together to formulate strategic direction in view of environmental uncertainty. The process should focus leadership's attention on developing consensus about the future and successfully positioning the organization for sustainable competitive
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THE VALUE OF STRATEGIC PLANNING is derived from its ability to bring an organization's leaders and stakeholders together to formulate strategic direction in view of environmental uncertainty. The process should focus leadership's attention on developing consensus about the future and successfully positioning the organization for sustainable competitive
openaire +2 more sources
JONA: The Journal of Nursing Administration, 1988
During the first planning year, 29 tactics were identified in a 5-year plan. Two 90-day victory calendars in that year resulted in 17 of 29 tactics being successfully implemented. During this time, strong momentum and eagerness to have successful change was evidenced. The second planning year resulted in 30 revised and/or new tactics.
M G, Nash, B C, Opperwall
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During the first planning year, 29 tactics were identified in a 5-year plan. Two 90-day victory calendars in that year resulted in 17 of 29 tactics being successfully implemented. During this time, strong momentum and eagerness to have successful change was evidenced. The second planning year resulted in 30 revised and/or new tactics.
M G, Nash, B C, Opperwall
openaire +2 more sources